The paper "Organization Development and Change" is a wonderful example of a report on management. Change is often referred to as the only constant feature of anyone’ s life. The same applies to the existence of organizations, which are constantly incorporating one form of change or the other in their daily activities. Change is defined as any alteration from one form to another. This concept is used to refer to the process whereby something ceases to exist as it is known and becomes different, either wholesomely or in part. There are various degrees of change, ranging from a slight alteration to a complete overhaul.
Organizational change occurs when its structure and, or policies are modified. Change is fostered through a review and subsequent alteration of management structures and business processes. Organizational change often revolves around the desire to achieve better results, in line with the visions of the business (Corrigan, 2013). However, organizational change is not always a welcome idea for everyone involved. It occurs when promotional forces of change are in place, while its opposing or resistant forces are contained. Change in organizations is brought about by different factors, either external or from within the organization.
External forces that drive change are those that the organization has little or no control of, such as competition and new technology. Competition from other organizations may force a business to re-strategize and conceive innovative ideas which will place it above its rivals. Technological advancements that impact on business processes of an organization also cause change to occur. The organization has to adopt emerging trends in technology in order to keep up with its competitors. A rise in consumer demand coupled with diminishing supply is also a reason for the change.
The organization exists to serve its customers, therefore if the demand for their products increases; the business is challenged to enhance its capacity to meet these demands. Failure to do so may lead to the loss of consumers to contender brands. Government policy actions, most of them unprecedented, affect the business processes of an organization. A company is forced to adjust to comply with the expectations and guidelines layout by the government. The economic conditions of an organization’ s consumers are among common instigators of change.
These conditions can also be brought about by mergers and acquisitions, which lead to a change in organizational culture. Additionally, the social trends in society have an effect on business activities in any organizational setup. These trends constitute income levels and product preference. An organization cannot determine or influence the activities of its external environment, although it can restructure itself to deal with the matters arising from these processes. Internally, the driving forces of change are equally varying. A decline in employee effectiveness may prompt modifications that result in increased efficiency.
A decrease in workers’ efficiency is detrimental to the organization’ s productivity and requires correction. Crisis situations such as those related to finance can also necessitate a restructuring process within the business. A change in employees’ expectations and the general work climate are factors contributing to the occurrence of change processes within an organization. The work environment in the company is affected by several issues such as cultural diversity, stereotyping, and management policies among others.
Corrigan, L. (2013). Organizational Change Theory. Houston Chronicle. Retrieved from http://smallbusiness.chron.com/organizational-change-theory-47948.html
Gioia D. A., Price N.K., Hamilton A. (2010). Forging an Identity: An Insider-outsider Study of Processes Involved in the Formation of Organizational Identity. Administrative Science Quarterly. Retrieved from http://asq.sagepub.com/content/55/1/1.abstract
Harigopal, K. (2006). Management of organizational change: Leveraging transformation. New Delhi: Response Books.
Kotter, J. P. (2012). Leading change. Boston, Mass: Harvard Business Review Press.
O'Neill, A., & Jabri, M. (September 04, 2007). Legitimation and group conversational practices: implications for managing change. Leadership & Organization Development Journal, 28, 6, 571-588.
Schabracq, M. (2007). Changing organizational culture: The change agent's guidebook. Chichester, England: John Wiley & Sons.
Senior, B., & Fleming, J. (2006). Organizational change. Harlow, England: Prentice Hall/Financial Times.
Whiteley, A. M., & Whiteley, J. (2007). Core values and organizational change: Theory and practice. Hackensack], New Jersey: World Scientific.